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  "documentTitle": "Rail industry cost and revenue sharing (2011)",
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      "text": "Option 8 is a carrot-based option not a stick-based option.",
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      "text": "ORR/ATOC/Network Rail. Rail industry cost and revenue sharing. 19",
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      "text": "Experience from other industries shows that successful partnerships often start with relatively simple contractual arrangements and then evolve through to increased dependency. Therefore, it is quite likely that in some of the regions the partnerships would evolve into formal joint ventures or comprehensive cost and revenue sharing mechanisms. However, the critical point is that the end state and transition arrangements would not have been mandated. Instead, they would have been achieved through steady development of the following: Individual and corporate relationships and trust, together with the necessary alliancing skills; A commercial model which each party is comfortable with - including the allocation of accountabilities, responsibilities and risks; Supporting systems and business processes; Senior management commitment",
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      "text": "A number of stakeholders have expressed the view that some form of target or obligation would be required in order to push TOCs and NR into making bespoke, line-of-sight deals, otherwise nothing will happen. However, the whole point of these deals is that they are carried out on a willing buyer basis. These deals should be initiated by train operators or NR because they perceive an opportunity to achieve mutual benefit by working together. The role of funders and the ORR is to create the right environment for these opportunities to be worth pursuing. As highlighted earlier, this includes: Horizontal separation of NR; A more flexible approach to managing regulation and contracts; Allowing train operators and NR to achieve commercial gain from the deals (i.e. Option 8 is a carrot-based option not a stick-based option)",
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      "text": "Allowing each region to develop its own approach to bespoke line-of-sight deals would maximise the scope for innovation, and would allow regional managers to take account of both the specific circumstances of each region and the preferred approach / experience / skills of the local managers. L.E.K.'s alliancing best practice review highlighted that each alliance is unique and develops over time",
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